民营企业人才流失的原因及治理对策 毕业论文 外文翻译中英文对照.doc

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1、毕业论文英文翻译Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing 100044） The use of a pick to the energy level corresponding human resources management, systems dynamics, objectives and principles inspiring on Chinas

2、 accession to the WTO, private enterprises will be increasing competition among professionals. In view of the current brain drain of some private enterprises, such as the status of high-quality talent recruitment difficulties, the author conducted a detailed analysis and exploration, and the status

3、of private enterprises wastage governance strategies. Private enterprises Brain drain analysis wastage control measures 2004, the private economy, to be engraved in the memory of many people. 911% of the GDP achieved spectacular growth, including the promotion of the private economy in Chinas econom

4、ic development is the most dynamic force one. 100 strong private enterprises listed revenues grew by 16,106% scale, 36.164 thousand% net profit growth, net assets yield reached 12,154%, are the best in the history of the regeneration achievements.But with the development of private enterprises, many

5、 of the development problems gradually exposed, such as business owners as a result of environmental, cultural and other factors, business operations have not been regulated, and internal management chaos; For the future development of enterprises lack long-term planning; Submissive to the pro - and

6、 everywhere beware of talent unattractive particularly in the area of human resources management status, It is not optimistic. In the face of increasingly fierce competition and complex situation, particularly Chinas WTO accession, many are relying on the original bold, or the tradition of hard work

7、 advocate private entrepreneurs have felt on its own strength, has been insufficient to meet the current operating conditions. Therefore, most private enterprises have realized the importance of talent, and was willing to use high salaries to recruit capable enterprises. However, most private enterp

8、rises overall human resources management concept is very weak, strokes, personnel, procedures and the work of keeping talent such as transport mechanisms have done considerable. Resulting in the introduction of talent very difficult, are unable to retain and attract talent.Private enterprises wastag

9、e reason analysis1. Private enterprises chaotic internal management, inadequate internal management system, the lack of basic systems, irrational structure, the management of enterprises, people - oriented. To the staff at a loss, not knowing what to do to meet the business requirements. In the abse

10、nce of clear criteria for the work, even if the employees work hard and get recognition. Enterprise management mainly people many things, the lack of written system norms. Or even with some norms, but in fact we do not attach importance to non-compliance or even do things blindly pursuing too straig

11、htforward, small-scale work or before the old habits, some distance away from the modern enterprise management system far. Especially enterprises pay performance appraisal system is not perfect and seriously affect the value of key personnel. For example : a company of the original family management

12、 in wages, welfare, treatment, family members than outsiders to be high, although these people management, production, marketing, and a series of performance are not as outsiders, and family members to prevent personal interests strongly outsiders, leading to the key personnel of enterprises because

13、 of the lack of recognition switch.2. Dissatisfied with the working environment is one of the main causes of brain drain. The first is not satisfied with the work atmosphere, the lack of communication between staff, the lack of harmonious working atmosphere. Boss personal authority is too high, no p

14、ersonal opinion to the staff, individual staff performance not sure, have a feeling. Next to their work with, such as the objectives and tasks of the work is not clear, the loss of enthusiasm for its work, a lack of interest, no novelty, the lack of challenge, lack of personal achievement3. No advan

15、ced enterprise culture. Enterprise culture is the long-term interaction in the process of enterprise employees formed interpersonal paradigm, value systems, and it must be linked with business performance, help businesses grow was recognized. But some private enterprises in the internal personal aut

16、hority, too, will always be the boss alone, the key personnel in private enterprises which often feel their personal and professional views were not respected, and feelings of depression; There are ways in the management, they tend to subordinate capacity distrust, not authorized or mandated inadequ

17、ate, as was a key talent tied, the operator can only be done, One can imagine the feeling. Once again, staff at the top of the corporate culture of communication restrictions, leading to the emergence of the communication gap between the employees and can not form a unified paradigm or values, not t

18、o mention the formation of the characteristics of this business enterprise culture.4. Individual career considerations. When employees feel that they are appropriate in enterprises work best play its role, work is often the most stable, efficient time. However, as enterprise development, personal co

19、ntribution rate increase, the enterprise will have to staff the new demands, such as the demand for pay, duties and positions demand, technical skills upgrading needs, the needs of honor, if enterprises to reasonable requirements of the staff do not care about the needs of staff are not met, people

20、often thought away. Young high knowledge groups, and higher skills is the main enterprise or mobile workforce crowd.Private enterprises wastage control measuresToday the survival of an increasingly competitive private enterprises, and the modern enterprise competition is the core talent competition.

21、 Enterprise development, and key personnel from enterprises to retain talent, it is essential in the employment mechanism, so the larger institutional adjustment. To address the causes of brain drain to formulate corresponding measures, not only to cure both the symptoms and the cause. Then based on

22、 how governance wastage reasons? What is the response? I think the following control measures should be undertaken to improve the employment mechanism.1. Establishing a modern enterprise system, improve corporate governance management structure. Is the typical characteristic of the modern enterprise

23、 system : property rights and responsibilities clear. However, for a long time, everyone believes that property rights are clearly private enterprises, leading to many people did not recognize the existence of private enterprises is also the issue of property rights, property rights means not only t

24、he concept of ownership of enterprise ownership, and property rights means that the company structure and levels. But my private enterprises in equity capital, a strong three fate of the blood, kinship and geographic nature, which makes Chinas private enterprises in the main title with strong patria

25、rchal nature, it is also hindered Chinese private enterprises to establish modern enterprise system, establishing scientific and effective decision-making and management mechanisms important factors. We have a sizeable private enterprises ostensibly limited liability company, and in fact the owners

26、of enterprises, is phenomenon of one stock dominance, is a boss who say, the rest are dead. But my private enterprises and the introduction of a universal system of agents, which led to the emergence of enterprise governance structure, because in those enterprises boss at the same time enterprise op

27、erators enterprises, enterprise ownership and control are one and not the so-called corporate governance structure. So we re-establish and improve the corporate governance structure of private enterprises, in the corporate governance structure of the modern enterprise premise of private enterprises

28、own characteristics make the necessary adjustments. Scientific division 3 and the main interests of all the rights and responsibilities of the perfect mechanism of checks and balances between the interests of the principal. This avoided as a result of the exercise of the right of unfettered worst ou

29、tcome from happening, avoid greater efficiency losses; And the introduction of independent outside directors and bring into full play the role of expert advice of independent directors.2. Strengthen enterprise human resources management functions construction. First, a link to the management and con

30、trol of staff. Staff into the recruitment, selection and hiring of these links provide enterprises with a significant loss of control over staff the opportunity to staff and business enterprises is a matching process, including the requirements of the post, and individual attitudes, ability and qual

31、ity, as well as individuals to enterprise systems value judgement and acceptability. If employees can better integrate into the work, into the enterprise, at least the new staff turnover can significantly lower the relative cost will be reduced recruitment. Enterprises should intensify recruitment i

32、nvestment, the structure can be used standardized interview, quality testing and evaluation center for modern and effective means to ensure the letter degrees. The second is a pay and benefits management. Enterprises lost wages difference is one of the major reasons why employees, According to a sur

33、vey, in the causes of brain drain in the first place is not high wages, or about 68% wastage. Pay has inspired not only a function of health functions, in addition to meeting the necessary staff or staff living embodiment of self-worth. Sound reasonable remuneration should meet their public Ping Xin

34、g, competitiveness and stimulating that enterprises have attractive remuneration standards, the gap was due to internal reflected by the combination of distribution according to work and the distribution of contributions to ensure that remuneration horizontal, vertical equity. Third, a staff develop

35、ment and career planning. Professional development for staff planning, divided by individual performance-based, but also integrated into the staff skills and ethical standards; Staff development and career planning; For different age groups use different staff career development strategy; Career dev

36、elopment and training programmes coordinated plan; Necessary to revise career plans. Staff career management should also extend to : staff health concerns; Help handle the contradictions of life and work; Some staff re-employment and to help improve the retirement plan, and so on.3. A people-oriente

37、d, enterprise employees first management culture. Respect for staff, the main emphasis of the staff, the staffs self-interest is the realization of a humanistic management practices, as well as the management and control of wastage provides the most effective ideological weapon. Staff is the main wo

38、rk, hold direct production of goods or services one point is the participation and leading role in the light of staff, enterprises should shape business employees first management culture. Enterprise culture is shaping the behaviour of soft tool, the enterprise culture is the core issue of values. F

39、rom another perspective, corporate culture refers to the survival and development of enterprises in the process embodied by human relationships, and recognized values and norms of behaviour, competition among enterprises is that the competition between talent in todays competitive society, those who

40、 have the talent, will have to contend opponents of capital. Modern enterprise management, one of the most important features is the emphasis on the role that people-oriented management thinking. People-oriented management thinking, not simply to an individual or a certain group of people, but to st

41、aff, customers and the general public of this three organic integrate fully into between enterprises in the location, rather than simple material to encourage this, nor is simple to care for caring for, but in shaping a person, fostering people-oriented, both parents to provide development opportuni

42、ties and to cultivate useful to the enterprise; is not a short-term emphasis on people-oriented, but long-term implementation of respect for people. From the beginning of the rule of man to the evolution of rule of law and then to people of the management to staff in an imperceptible to the receivin

43、g enterprise, the enterprise itself, and maintaining the enterprise.In order to fundamentally solve the problem of wastage of private enterprises, the need for an analysis of the reasons for the brain drain, particularly in the industry, the business analysis and the establishment of a people-orient

44、ed management mechanism and culture, allowing personnel to maximize their efficiency. Private enterprise should not only thirsting for talent, Renxian cite only, sincere treatment, but only of a heavy heart, knowing people of Wai, with the only slightly, if only the volume. Enterprise talent managem

45、ent to a strategic height, and staff to enhance their positive and proactive response to changes in the market capacity to ensure the survival and development of enterprises and their employees, and eventually achieve a win-win.references :1 Jinjuan. Private enterprises brain drain phenomenon analys

46、is J. Beijing Post University Journal (Social Science Edition), 2001 (3). 2 Fu Yan-wing. The brain drain of people with private enterprise management J. Talent observation, 2003, (2). 3 Liu Ping school. Tan build private enterprises and incentive mechanism to avoid the flow of talent Missing J. Liao

47、ning economy, 2003, (9). 4 Zhengzhenyu. Private enterprises wastage reasons dialysis and responses J. Chinas private economy and technology, 2003, (8). 5 Hu, Jiangjingli. Private enterprises and the causes of brain drain in For J. Enterprise economy, 2004, (3).民营企业人才流失的原因及治理对策张荣(北京交通大学经济管理学院北京100044

48、)【摘要】本文采用人力资源管理的能级对应、系统动力、目标激励等原理, 阐述我国加入WTO后, 民营企业间人才的竞争将越演越烈。针对目前一些民营企业人才外流、高素质人才招聘困难等现状, 笔者进行了详细的分析和探讨, 并结合民营企业人才流失现状提出治理对策研究。【关键词】民企 人才流失 分析治理对策2004年, 对于民营经济而言, 注定会刻在许多人的记忆里。GDP实现了911%的惊人增长, 其中, 民营经济是推动中国经济发展最活跃的力量一。“民营上市企业100强”营收规模增长了16106% , 净利润增长36164% ,净资产收益率达到12154% , 均刷新了有史以来的最好成绩。但是随着民营企业

49、的发展, 许多发展中的问题逐步暴露出来, 如企业老板由于环境、文化等原因, 造成企业运作不规范, 内部管理一片混乱; 对企业未来的发展缺乏长远规划; 任人为亲、处处提防, 对人才缺乏吸引力特别是人力资源管理方面的现状, 实在不容乐观。面对日趋激烈和复杂的竞争形势, 特别是我国加入WTO, 当初很多都是依靠“胆大”、或者“吃苦耐劳”起家的民营企业家们, 已经感到单凭自己的力量, 已经不足以应对目前的经营状况。于是, 大部分民营企业已经意识到了人才的重要性, 也很愿意用高薪聘请能人来企业工作。但是, 大部分的民营企业人力资源管理的整体观念非常薄弱, 招人、用人、留人等方面的工作程序和运做机制均有相当的问题。从而造成人才的引进非常困难, 引进人才也留不住。民营企业人才流失原因分析1.民营企